Operating in established markets with established products does not necessarily mean benign growth. It can be wholly consistent with shareholder expectations as far their returns are concerned. Investing in projects in marketing, R&D, sales, operations, developing a culture of innovation, are all potentially powerful drivers of organic growth. There is seldom a shortage of ideas in these domains. It is rare that a CFO would not be taking on a range of comparative analyses in order to support his decisions to allocate scarce funding in pursuit of organic growth.